Building a Foundation for a Brain-Friendly Organization

Neuroscience experts, practitioners, research and methods for making brain-friendly organizations and healthy individuals. Subscribe to Mind Your Noodles!

This is the seventh episode of the Mind Your Noodles podcast. In this episode, Tripp Babbitt (host) begins to build a foundation for addressing neuroscience. I will cover three areas: 1. The Deming philosophy; 2. Systems and Theory; and 3. Method.
Here are some resources mentioned in this episode:

Show Notes

[00:00:06]
Mind Your Noodles – Episode 8

[00:00:36]
Building the Foundation for a Brain-Friendly Organization

[00:01:04]
Three Things Needed to Build the Foundation: Deming philosophy, Systems and Theories, and Method

[00:01:37]
W. Edwards Deming Resource

[00:04:18]
Second Foundational Piece – Systems and Theory

[00:05:07]
Need for an Aim for all Systems / Organizations

[00:06:57]
Neuroscience Theory – Social

[00:09:00]
SCARF Theories

 

Transcript

Tripp: [00:00:06] Take care of the brains that take care of you. with the mind your noodles podcast will keep you up to date on the latest neuroscience research and practices to keep your brain healthy. And strategies to help your organization be brain friendly.

 

Tripp: [00:00:26] Hi I’m Tripp Babbitt host of The Mind Your Noodles podcast and in Episode 8.

 

Tripp: [00:00:36] I’ve titled it Building the Foundation for a Brain Friendly Organization and what I’d like to do is cover three things that I believe that foundationally we need to do in order to look at how our organization has been put together and how to build the foundation or maybe even rebuild the foundation for making a brand brain friendly organization.

 

Tripp: [00:01:04] So the three things I’m going to look at today. One is the Deming philosophy the System of Profound Knowledge Dr. Deming 14 points had talked about in episode seven so I’m not going to spend a lot of time on that. People can go back to Episode Seven. The second thing I’d like to look at are systems and theory and how those two things play together and and how we look at organizations and then the third thing is method.

 

Tripp: [00:01:37] So W. Edwards Deming philosophy and system of profound knowledge his 14 Points provides us with a Deming Lens. It in essence has us look at organizations through the four things that make up his system profound knowledge appreciation for a system knowledge about variation theory of knowledge and psychology and one of the things that you’ll start to see over time is on the Mind Your Noodles web page in the menu. You’ll see a tab titled “start here” and I’m gonna start to build. Links and other resources that people can go back and look at. To build their knowledge on creating their Deming Lens you have to understand the philosophy. Really for this podcast to do you a lot of good. And by virtue of doing that it’s going to give you a whole different way of seeing an organization.

 

Tripp: [00:02:48] And it’s built off of as I mentioned in the last episode that Frederick Taylor and what is referenced as Taylor ism has ruled the day basically in management about how we go about managing people. And it was created in the nineteen hundreds early nineteen hundreds.

 

Tripp: [00:03:09] Frederick Taylor working with a variety of organizations. W. Edwards Deming changed all that when he went to Japan in 1950 and start to teach the Japanese a whole different way of looking at management and the more you understand about the not only the nuances but really a completely different level of thinking between Taylor ism and the work of W. Edwards Deming. Just start to see things just in a completely different way and so we will reference that whenever I reference the Deming Lens. You’ll know what I’m talking about and people in order to get that Deming Lens will need to go back to some of the resources that I linked to and some of them will be videos and podcasts I’ve done with the Deming Institute and the books.

 

Tripp: [00:04:10] If they want to go that far. You can You can read about these things and they’re there for the most part. They’ll be easy things to do.

 

Tripp: [00:04:18] So for the second thing I want to cover off in this episode it’s that when I look at organizations with a Deming lens I see systems and theory and my belief is that all systems are built on theory.

 

Tripp: [00:04:39] And my experience tells me those organizations using the best theories are the most successful. So one of our aims of this podcast will be to create new theories so that we can build this brain friendly organization. And we need to find them and we need to be creative about how we go about finding new things new theories to be able to experiment with.

 

Tripp: [00:05:07] So a couple things about systems and theories that we need that. All systems must have an aim without an aim. There is no system. This is one of the four foundational pieces of the Deming philosophy. That means we have to create an aim for a system. Now my belief is that an aim is built off of something to do with the customer. Innovation and greater good.

 

Tripp: [00:05:35] And one of the things I plan on doing is putting a way to go about developing your aim. The construction of it.

 

Tripp: [00:05:43] And again that will be in the Start Here piece where people will be able to link two methods to be able to construct an aim in an organization. The other thing I want

 

Tripp: [00:05:56] To mention with systems and theory as that will invoke plan do study act. So when I say experiment this doesn’t mean blow up the whole system. Very seldom do you have to. Experiment with things on a large scale. Most things can be done on a small scale in order to learn. And that learning than informs the development of the theory that we’re using and so we’ll start to look at everything from the way we innovate to the way that we make decisions to the way we look at data to the way that we’ve designed our organization. Those to me are the four biggest things that every organization needs to be focusing in on.

 

Tripp: [00:06:44] Now in neuroscience we have theories to analyze and explore and some of those and we’ll develop more over time.

 

Tripp: [00:06:57] But they all seem to be based in social types of interactions. One of the books that I’m reading right now is called Social. By Matthew Lieberman one of the things that Dr. Lieberman challenges is Maslow’s hierarchy in that the first thing that we need. In our development is the social connection. And he references a baby.

 

Tripp: [00:07:31] A baby cannot survive without a social connection. There has to be that connection to a group or family. Maybe a larger tribe in order to survive. And this social component offers other insights into how. Christine Comerford for instance talked about exile and when you exile someone from an organization or from a tribe you were in the old days and caveman days you would have been basically sentenced to death.

 

Tripp: [00:08:10] You could survive on your own. And so the pain of social is actually greater than the pain of physical types of pain. And so one of the things that we need to explore from a theater theory standpoint is how do we develop this social connection within organizations what theories are at play not only. New theories that we need develop but what theories are at play with regards to social in organizations that exist today as is another theory that needs to be explored as one that’s developed by the neuro Leadership Institute.

 

Tripp: [00:09:00] And it’s called SCARFL which is an acronym for status certainty autonomy relatedness and fairness. And it’s based in the reward Threat Response that exists in our survival instinct. So when David Rock who is the CEO of the Neuro Leadership Institute talks in terms of his approach with regards to scarf he looks at social fact factors or situations that activate the response. So in his book neuro leadership he talks about happy attractive faces rewards in the form of increasing status certainty autonomy relatedness and fairness. And then these are things that you obviously want to have happen in your organization. Then the second component is what to avoid which is fearful unattractive unfamiliar faces threats in the form of decreasing status certainty autonomy relatedness and fairness.

 

Tripp: [00:10:21] And so when we start to look at our organizations will kind of take a look through that lens as we start to look at the Deming lens and see what factors that are at play and organizations. And if we change those what might be the effect on the organization and some of the theories that I’ve developed over time using the Deming Lens will help inform the types of theories that we develop in order to create new theories that will make our organizations more successful.

 

Tripp: [00:11:00] Other theories that we’ll look at and I think there’s overlap here are Christine coma foods or these smart tribes in an institute looking at safety belonging and mattering which is SVM and then also we get in to different ways of measuring these things in.

 

Tripp: [00:11:20] Dr. Paul Zak in our interview talks about the trust factor in the use of oxytocin. And to me this helps inform about the social connection.

 

Tripp: [00:11:31] So a lot of my thinking right now on having read all of this is a lot of this has to do with social and how we build social organizations that are a faith that are favorable and give people a sense of safety belonging mattering status certainty autonomy relatedness and fairness. And I think that a lot of that against falls under that broader umbrella of social.

 

Tripp: [00:12:02] The last area that we’ll begin to look at is that once we have an organization that is well put together based on some of the neuroscience aspect of things we’ll start to look at the four methods. And one thing I want people to remember as the Deming Dr. Demings work is a philosophy. It’s not a method the dumbing lens provides a way to really experience learn and understand organizational systems.

 

Tripp: [00:12:38] And as we develop these theories ultimately we’re going to need method and the methods that need to be invoked in organizations are the four things that I’ve talked about. I’m not saying I won’t add things as as I learn more or as we learn more but they are innovation decision making data and organizational design.

 

Tripp: [00:13:02] Those four areas are ones where I see the biggest gains that happen and these all again are all methods that I’ve learned over a period of time implementing in organizations and they all four play a major role.

 

Tripp: [00:13:19] And as I’ve mentioned in the previous episode that to me innovation is one of the big ones just because change is coming so fast that if you’re not innovating and you don’t you have a sales pipeline every organization I’ve ever worked with has a sales pipeline but you don’t have an innovation pipeline.

 

Tripp: [00:13:42] You’re setting yourselves up for failure. And just because innovation hasn’t hit your industry it’s coming. I can’t emphasize enough how much I’ve seen organizations go into panic mode once they discover that they’re they’re really in trouble if they’ve got a problem. And now is the time to start to build that innovation pipeline whether it’s innovating the way you design your work new products and services the way you go about making decisions the way you interact with customers or the way you look at data. Those are all all offer opportunities for us to make changes in our organization and sometimes drastic changes. Coming up a new products and services makes sales and creating revenue a lot easier than trying to get more out of your sales people.

 

Tripp: [00:14:40] So I plan on this episode being kind of a touchstone that I’ll reference back to when if I make updates to it I may just do that. I may come back to this episode and make some changes and and note the date that I made the change based upon new methods new theories. I think the theories can be taken care of more in the episodes that we come up with moving forward and some of the interviews and conversations that we have with neuroscientists and people that are applying neuroscience to organizations. But it’s a path forward. So again I’ll use this episode as as a touchstone to go back to and people then can keep track of some of the changes too and the start here tab on the mind noodles Web site. We’ll start back in to some of the interviews and discussions that we had similar to the first five episodes that we did. Starting next week. Thank you for being a listener of the mine your noodles podcast.

 

Tripp: [00:15:54] If you’d like to learn more or sign up for our newsletter or upcoming podcasts go to. Mind your noodles dot com.

 

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